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September 2004, Volume 35, Number 5, Pages 443-455
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Article |
Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms |
Ingmar Björkman1,2, Wilhelm Barner-Rasmussen2 and Li Li2 |
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1INSEAD, Fontainebleau Cedex, France
2Department of Management and Organisation, Swedish School of Economics, Helsinki, Finland
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Correspondence to: I Björkman, Swedish School of Economics, Post Box 479, 00101 Helsinki, Finland. Tel: +358 9 43133273; Fax: +358 9 43133275; E-mail: ingmar.bjorkman@hanken.fi |
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| Abstract |
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In this paper we explore the impact of organisational mechanisms on inter-unit knowledge flows in multinational corporations (MNCs). A comprehensive model, based on agency theory and socialisation theory, is tested on a sample of 134 Finnish and Chinese MNC subsidiaries. Our findings indicate that MNCs can influence inter-unit knowledge transfer by specifying the objectives of the subsidiary and by utilising corporate socialisation mechanisms. However, we found no support for the hypothesised impact of management compensation systems and the use of expatriate managers on the extent of knowledge transfers from foreign subsidiaries to other parts of the MNC.
Journal of International Business Studies (2004) 35, 443-455. doi:10.1057/palgrave.jibs.8400094
Published online 1 July 2004 |
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| Keywords |
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agency theory; socialisation theory; control; headquarters; knowledge transfer; multinationals |
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Received: 16 February 2003;
revised: 31 January 2004;
accepted: 31 March 2004
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